Posts

Keeping It Real: 3 Fundamentals Of An Authentic Employer Brand

/ /by

Pondering the recent data breach of 21.5 million Federal Employees, I’m in one of those bottom line moods, so let’s talk bottom line. For many brands, that means a genuine relationship between employer and employee, and that has everything to do with a strong, firmly rooted employer brand.

One common misconception: that a good employer brand starts with pricey image consultants. Yes: marketing that awesome employer brand is a great idea. But let’s take care of the inside first. Top talent often comes equipped with a healthy dose of self-preservation, and that’s a good thing — it breeds savvy, competitiveness and self-reliance. Without an authentically trustworthy employer brand, that same instinct for self-preservation will turn against you: it says you’re more interested in façade than fact, and that leadership really has other priorities. And all the fancy logos in the world won’t save your ROI.

When employees don’t trust an organization, they naturally hold back from wholehearted engagement, with far-reaching, corrosive consequences — churn and retention among them, some far more subtle. And really, we can’t get around this one: a truly authentic, engaging employer brand starts with an authentic, engaged concern for your workforce.

Here are three ways, glamorous or not, to keep it real.

Prioritize Security

Not glamorous, but critical: the latest glaring security breach is a perfect storm of a fallible personnel system and the unwieldy, apparently very permeable frontier of Big Data (not the adjectives we want to use about the future of work). Just ask those 21.5 million government workers whose sensitive (and very personal) data was hacked right out of personnel.

That they willingly provided extremely private information as part of an HR screening process to gain security clearance: the essence of HR irony. Now that we dwell in the Cloud, do your workforce a solid and invest in the strongest security systems you can, and then maintain it, improve it, and invest some more. The worst kind of disengagement is one based on fears that turn out to be justified.

Take A Holistic Approach

My friend and colleague Susan LaMotte defines a solid employer brand as founded on an understanding that employees aren’t driven by their jobs, they’re driven by their lives. The friction between real-life needs and work lives is another tremendous disengager — but a workplace that supports and develops all sides (what LaMotte calls the whole self) of an employee is one of the clearest signs that you care about your talent.

A strong, engaging, and clearly defined employer brand provides an arena where employees can engage themselves and be productive. This can and should happen across all levels, from recruitment to onboarding to training to business as usual.

Always Check In

Not just for engagement, but for success, you need the opinions and input of your workforce. Never assume things are fine. Never stop looking for better ways to check in: the workforce’s pulse has to be taken in myriad hard and soft ways, from pop-up surveys to interviews, on screen, video conference, face to face.

Don’t underestimate the value of regular debriefing meetings: our ability and need to practice hindsight after major efforts is as primal as our instinct for self-preservation. All those tales around the campfire after the hunting party have stayed in our mindsets. Providing multiple channels for feedback conveys a respect for your employees’ positions, personal preferences, and the nature of what they have to say. Then innovate ways to dovetail that input into every facet of the workplace.

Authenticity dwells in action, not image, and one common misconception posits that a good employer brand starts with pricey image consultants. Actually, it doesn’t start there, but it does need to be there. Take care of the core first: the very folk who make it happen. Then, yes, the active promotion of that well-rooted, beautifully clothed employer brand can and should happen: a strategic, multi-platform branding campaign that reinforces the reputation you know you have a right to promote. 

A version of this was first posted on Forbes.

Photo Credit: david_topolewski via Compfight cc

Be Real, Have Fun: Advice From 30 Years In HR

/ /by

My name is Tim Collins, and I’m delighted to be a new TalentCulture contributor. I’ve been a business guy doing HR work for more than 30 years, including 19 years at Procter & Gamble and 11 years at IBM, two great companies (clearly, I love blue logos); I retired from the latter at the end of 2014. During my career, I worked long hours, did some cool stuff, had a bunch of fun, worked with some great people, and got paid for it. Ka-ching!

I could bore you with the things I’ve done, places I’ve been, and buzzwords I’ve heard, but as I begin my relationship with the TalentCulture audience, I thought it would be more fun to share the advice I offered to IBMers in a farewell blog post.

  • Work hard, produce results, but have fun too. Smile, laugh and celebrate more. Be less serious.
  • Be authentically who you are. Bring your whole self to work. Help and encourage others to do the same.
  • Think less about yourself and more about your colleagues and teammates. Succeed through and serve others.
  • Reverse the corporate pyramid. Support, enable and “manage up” to your team and colleagues.
  • Listen more, talk less. Stop listening to respond, and listen to listen.
  • Pause, reflect and be thoughtful.
  • Change your default instant message greeting to something other than “I am available.” For years, mine has been “How can I help?” and I meant it.
  • Make the decision to be optimistic and happy. You won’t succeed every day, but keep trying.
  • Buck the conventional. When you’re in the office, pick your head up, smile, wave and talk to people. Do the same when you are working virtually.
  • Push yourself to try something new. Social, for example. Stop talking about social, start being social.
  • According to Vala Afshar, CMO at Extreme Networks, Social stands for Sincere, Open, Collaborative, Interested, Authentic, and Likable. No mention of technology. It’s about culture change and a better and more productive way to work. HR claims to own culture and organization change management. Get busy.
  • Fewer words are ALWAYS better. Write and speak more clearly and simply. Root out corporate speak.
  • Be passionate about what you are doing, or do something else. Believe in the possibility of what can be achieved.
  • Be more vulnerable. Admit when you’re wrong, privately and publicly. It means you’re human.
  • Life is too short. Tell the truth. Stand up for what you know is right and true.

I subscribe to the view that experience is the best teacher, and mine suggests that this is good advice. If you follow it, you will 1) get more done, 2) have a bigger impact, 3) set a great example for others, 4) have more fun, 5) get noticed more, 6) develop deeper and more meaningful relationships and 6) be more real, more authentic to who you are and were meant to be. Try it, and let me know how it goes.

I plan to share more with you in this blog from time to time, on HR, work culture, social business, travel, connections between people and cultures. Please share my post, and let me know what you’d like to hear from me in the future. I’ll see you on #TChat!

About the Author: Tim Collins is an international Human Resources executive, with more than 30 years of business and international experience at Procter & Gamble and IBM. Tim thinks that hard work, great results and having fun go together.

photo credit: Takeoff via photopin (license)

Our Storied Lives: One Little Melodic Career Tale at a Time

/ /by

“Begin the day with a friendly voice
A companion unobtrusive
Plays that song that’s so elusive
And the magic music makes your morning mood.”

—Neil Peart (Rush, “Spirit of Radio”)

The Viennese composer from London had vanished. For the nearly two years he worked for me prior to that, he had raised thousands of dollars for the university. One day he asked me to read his manuscript, The Dramatic Music of Henry Purcell, and then shortly thereafter he was gone.

His eviction final, he had no choice but to find another place to live, which wasn’t easy caring for more than a dozen cats and living on such a fixed income, no matter how well he performed at work. The landlord of his studio apartment had received too many complaints about the smell and the howling late at night.

“Kevin, I’m going to go feed my cats before tonight’s shift,” he’d say to me nearly every single day after the afternoon shift, loaded plastic shopping bags of cat food and other staples in both hands.

We ran two three-hour fund-raising sessions Sunday through Thursday. I loved listening to his voice when he called alumni, parents or friends of San Jose State University. His proper English accent conveyed a honey-laced maturity and polite confidence. He was the only older non-student at the time making fund-raising calls for the annual fund I managed while I attended SJSU.

“Hello, this is Gerhart Reichlin calling from San Jose State University, and I’m reaching out to our esteemed alumni today to help us maintain our quality academic programs…”

He never talked much with the other student callers, just basic pleasantries, and usually the others distanced themselves from him unless the call room was completely full.

Over time his voice betrayed confusion and instability, like spider cracks in a windshield, but I could never discern what if anything was wrong. He was my dad’s age, born in 1932, but with much more hair than him: thick and gray and always unkempt underscored by briar patch eyebrows and wiry hairs that sprouted here and there on his face. He owned one pair of beat-up loafers, two sports coats, two pairs of slacks, and a few perpetually stained off-white dress shirts.

And he smelled. Really bad. All the time. A cross between cats, body odor and the musty air from rooms sealed for decades, which is why everyone in the room wanted their distance. No matter how many complaints I received, and the manager before me had received, he never changed his hygienic behavior for the better. I was such a naïve young manager, just wanting everyone to get along and like me, praying they’d all perform well regardless.

I ended up buying him soap, shampoo, deodorant, toothpaste and a toothbrush (his teeth were stained and crooked, with a few missing, like a dilapidated fence). He always thanked us graciously and took the supplies home, but the next day, he always looked and smelled the same.

Gerhart actually had two college degrees in music, a bachelor’s and a master’s. Sometimes I’d see him take an ratty accordion file folder out from a paper bag he brought once in a while, and compose on coffee-stained music sheets. He was also a writer, and my own aspirational goal of being one was the impetus for him opening up to me somewhat. He shared some of his life with me – snapshots of his travels from the UK to New York to San Jose, to the odd jobs he kept in between, to his socialist sentimentality, to his taking care of his cats, but other details were sparse; he was a disheveled, smelly, cat-owning, highly intelligent but slightly off, fund-raising enigma.

However, he had written a manuscript decades earlier about a 17th-century English composer I had never heard of named Henry Purcell, which wasn’t a stretch considering Baroque composers weren’t on my top-10 list. Or top 100. Or any composers for that matter. Only rock and roll and R&B soul.

Regardless, he really wanted me to read through it and give him my honest feedback. I was honored, this request coming from a man whose life experience was akin to a fine red wine left too long unopened, while I was only 22 years old, my own writing as immature as freshly squeezed grapes. Plus, he had read a few of my short stories with valuable feedback.

I had his manuscript for weeks before I read beyond the cover page. Every day he asked me and every day I told him I was just too busy; at the time I had been reading The Chronicles of Thomas Covenant, the Unbeliever, by Stephen R. Donaldson, about an anti-hero with leprosy being thrust into another world.

Finally, I got beyond page one, and I read his deadly dry prose as far as I could, but what was clear between the lines was the passion he had for this composer, his life and his body of work. I realized that he wrote this homage when he was my age at that time, and decades later he still praised this man’s work – just as I have done for decades with “composer,” writer and musician Neil Peart of the band Rush, now celebrating over 40 years of magic music making morning moods.

I still gave Gerhart a kid-gloves review, keeping his fragile ego in mind, and of course wanting only to be liked. He thanked me repeatedly, holding the manuscript close to his chest like a long-lost friend. A few weeks later, he was gone. Once I finished my college degree and moved on from SJSU, his memory slipped away from me.

Until the TalentCulture #TChat Show when Christoph Trappe talked about authentic storytelling in the workplace. That’s when I started thinking about Gerhart’s life and his impact on mine today, which is why I wrote this piece. I again did a little online research and found that he died in 2004, with no other insight into his life other than when I knew him.

The world shares so much today online about how our work and personal lives are intertwined and combined like continuously mutating DNA; how many of these stories are now transforming recruiting, hiring, continuous development and feedback, leadership development, employee retention, that little-known buzz word called employee engagement, and of course marketing and customer acquisition. Yes, these are the perennial feedback loops on work-life integration itself in the 21st century.

But remember, the workplace merry-go-round ain’t ever slowing down, and the economist reality of creative destruction is upon the world yet again. Whether the wealthy “one percent” and/or the robots completely take over may be a wishbone of contention, but what’s fairly clear is that abstract thinking, creativity, adaptable communication, empathy, storytelling and the unique musicality of being human are the sought-after skills of today and at least the immediate tomorrow.

People may pay more attention to economists, analysts, influencers, the marketplace, and marketing in general (and the robots yet to take over), but they should take a beat and pay even more attention to the storied lives that inspire and sustain individuality and community, that give us something to aspire to or rise above. They are made up of those who share their positive purpose freely, and those who can relate to it, flaws and all, and that which ultimately defines the future for each one of us, one little melodic career tale at a time.

About the Author: Kevin W. Grossman co-founded and co-hosts the highly popular weekly TalentCulture #TChat Show with Meghan M. Biro. He’s also currently the Product Marketing Director for Total Talent Acquisition products at PeopleFluent.

photo credit: liza31337 via photopin cc

The War On Authenticity

/1 Comment/ /by

(Editor’s note: The following article discusses the recent #TChat event: “Authenticity Is An Inside Job That Starts With Self” –  Click here to view the recap of this event. 

Did you miss out on last night’s #TChat event? Stay tuned for the #TChat Recap!)

A recent TalentCulture “TChat” on Twitter addressed the topic of “Authenticity.” “Authenticity” has become a very popular buzzword of late, much so that the New York Times did an article on the subject.

When we talk about authenticity in the workplace, well, while TalentCulture.com is a blog about workplace issues, let’s remember, workplaces do not exist in a cultural vacuum; they are inhabited by people who carry their pasts and personal lives into the workplace. Since broader cultural contexts impact “authenticity” in a major way, let’s add them to the discussion.

To start, let’s take a moment to reflect on historical context. We are only now just beginning to come out of the industrial era, where, since the dawn of the assembly line, individualism– one definition of “authenticity”– has always been seen as a hindrance to the smooth working of the corporate machinery. For the past century, in the industrial world, there has been a virtual war on authenticity, for the purpose of attaining the efficiencies of uniformity.

Along with the influence of industrial culture, your true unique “authentic” self is often suppressed and shamed by the popular culture.

Just two examples:

For both genders, we are constantly being presented with “ideals” of beauty. It’s all done for marketing purposes of course, but most images we see of male and female beauty are not at all authentic; they are unattainable photoshopped perfection. It is natural to want to conceal our shamefully imperfect selves in response.

Another quick example, when young men see a lite beer commercial, they are informed in no uncertain terms that if they are openly honest and “authentic” in their desire to, say, just drink seltzer water, they will not be seen as being masculine, or at all appealing to the opposite sex. That’s a lot of pressure. All too often, authenticity is abandoned in exchange for an illusion of quick social acceptance. We are constantly being asked to choose between authenticity and our primal need to belong.

Those are just two of literally thousands of possible examples of how we are pressured by school, standardized tests, family, and peer groups to conform to a norm. This is the war on “authenticity.”

So, how to survive it?

You can build an external “brand,” but, like a bad toupee, easy to spot.

Then there is the escapist route, of being a rogue independent, but for most this is not a reasonable strategy. “Authentic” human beings are far too fragile and socially needy to keep that up for very long.

What is far better is to accept one element of authenticity, and that is one’s vulnerability. In a unauthentic world where such an admission is often labeled as either “stupid” or “sissy stuff,” it is essential to have a support group that has grown into the greater consciousness of “authenticity” themselves, and thus are in a position to support you and to accept you as you are. This can be a best friend, a mentor, a coach, or all of these wrapped together into a personal board of directors. (Full disclosure, I am a coach myself, and I focus on authenticity, or at least my own definition of it, in my books and talks. Part of developing my own “authenticity” has been discovering how essential this kind of support is, how essential it is to accept my shortcomings, and how exhausting it was when I tried to do it all on my own.  In fact, the isolationist cowboy fantasy of going it alone turned out to be one more element of suppression– it had the ultimate effect of preventing real personal growth.)

There are also many people who help others to cultivate authenticity on a more spiritual level. There are holistic workplace health consultants who combine yoga, nutrition, and general support; other therapies, such as the Alexander Technique, not only deal with physical issues, they also lead you to “meeting and being your true self.”

This is collectively known in the holistic healing community as “energy work,” and since we are all made of energy, this is key to achieving authenticity. The reason someone has suppressed their true energy it is usually due to a past trauma, not a calm conscious decision.

In seeking change in your own workplace…

you can also make an argument for authenticity on very pragmatic grounds. For those who like to count beans, celebrating and (dare we say it) exploiting individual unique presence is actually far more efficient. It may not seem so at first, but that only applies (again) in narrow industrial contexts, where data is only measured in the short term, such as quarterly profits or recent graduation rates. If you see it in the long term, and factor in the cost of items such as turnover, burnout, and chronic health problems, cultivating “authenticity” is a much better system all around. It is also essential in the connection-driven online business world. And at some point it becomes a moral/ethical question as well, in terms of how workplace culture feeds back into the greater picture of life and society as a whole.

The fear that comes with being manager, e.g., having greater responsibility, tends to spawn intolerance for difference and dissidents. Human beings who are new to management need support and training in how to handle this challenge.  Changing this default loyalty to our industrial past requires proactive intervention. Absent that, most folks who have been through the standard industrial training mill will almost always default to what they know, of seeking a sense of greater control through obedience and conformity. “Authenticity,” to them, is a threat to their sense of control. This attitude, where it exists, needs to be, well, not changed, but healed.

As someone trying to share the marvelous culture of mandatory “authenticity” that was de rigueur in the performing arts world, this new emphasis on authenticity in the corporate workplace is most encouraging. It does, however, require an entirely different management mind set.  Modern  science shows us that every person is unique, genetically and otherwise. In the light of this relatively new information, the traditions of industrial management are obviously incorrect, not to mention terribly inefficient.  Retooling the culture will be a big job. Let’s get at it.  And if someone tells you that you need to be “more authentic,” take a moment to remember that you are a refugee in the war on your own authenticity.

(About the Author: Justin Locke spent 18 years playing bass in the Boston Pops, and his musical plays are performed all over the world. As an author, speaker, and coach, he shares a pragmatic artistic approach to authenticity, “people skills,” and managing people, especially your “top performers.” For more, visit his website at www.justinlocke.com and follow at @justinlocke.)

To discuss World of Work topics like this with the TalentCulture community, join our online #TChat Events each Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or join our ongoing Twitter and G+ conversation anytime. Learn more…

TalentCulture World of Work was created for HR professionals, leadership executives, and the global workforce. Our community delves into subjects like HR technology, leadership, employee engagement, and corporate culture everyday. To get more World of Work goodness, please sign up for our newsletter, listen to our #TChat Radio Channel or sign up for our RSS feed.

Do you have great content you want to share with us? Become a TalentCulture contributor!

Photo Credit: Rangizzz via bigstock

#TChat Preview: The “Be Different Or Be Dead” Show

/2 Comments/ /by

The TalentCulture #TChat Show is back live on Wednesday, June 25, 2014, from 7pm – 8pm ET for a special Twitter chat. Meghan and Kevin will be attending the #SHRM14 Conference in Orlando, so there will be no radio show this week.

Last week we talked about authenticity, and this week we’re going to discuss how organizations can and should differentiate. In such a noisy “me, me, me” world, how can organizations stand out from the herd and distance themselves from it?

It all starts with reinventing how the business strategy is developed. The emphasis should shift from strategic direction to actual execution. Many plans may look good on paper but can never be executed. They theoretically shine but are worthless as they fall short of being deployable and delivering results.

The “be different” bottom line means to stand out from everyone else you need to provide ongoing value that people care about and that is unique. Failure to deliver that you’ll be ignored, invisible, all too common and dead (sooner or later).

Join #TChat community moderator Nancy Rubin as we learn more about differentiation with this week’s guest: Roy Osing, a leading executive in Canadian business and a recognized blogger, speaker, seminar leader, business advisor, educator and personal coach; and Melany Hellstern, founder and president of insulinpumps.ca.

Sneak Peek: The “Be Different Or Be Dead” Show

We spoke briefly with Roy Osing and Melany Hellstern in our video preview. Check out our YouTube Channel for more videos!

Related Reading:

Roy Osing: Be Different Or Be Dead

Hutch Carpenter: Do Large Companies Need A Slow Development Movement? 

Kevin W. Grossman: Content Marketing Freshness Comes With True Relevance

Tom Morris: The Top Three Things Leaders Do To Differentiate Themselves

Vanessa Reed: 3 Ways To Sow Disruption In The Workplace

Steve Denning: Why The World’s Dumbest Idea Is Finally Dying

We hope you’ll join the #TChat conversation this week and share your questions, opinions and ideas with our guests and the TalentCulture Community.

#TChat Events: The “Be Different Or Be Dead” Show

#TChat Twitter Chat — Wed, June 25 — 7pmET / 4pmPT 

Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: What are the short & long-term benefits of differentiation? #TChat (Tweet this Question)

Q2: What factors sustain differentiation as we dare to think differently? #TChat (Tweet this Question)

Q3: How can leadership better plan & executive different ways of thinking to achieve biz goals? #TChat (Tweet this Question)

Q4: How can individual contributors successfully drive key business outcomes? #TChat (Tweet this Question)

Q5: What technologies aid in differentiation to help revolutionize today’s business? #TChat (Tweet this Question)

Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed, and in our new TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!

TalentCulture World of Work was created for HR professionals, leadership executives, and the global workforce. Our community delves into subjects like HR technology, leadership, employee engagement, and corporate culture everyday.

To get more World of Work goodness, please sign up for our newsletter, listen to our #TChat Radio Channel or sign up for our RSS feed.

Do you have great content you want to share with us? Become a TalentCulture contributor!

photo credit: Capture Queen ™ via photopin cc

The Authentricity of Mr. Pixie

/1 Comment/ /by

Authentricity

 

“If I could wave my magic wand, I’d set everybody free.”         —Neil Peart

Call me Mr. Pixie.

That image, now delightedly (or unfortunately) burned into the memory of nearly every one of my colleagues and cohorts, is a special one for me. It was another Fun Friday team theme recently at work where I got to pick the theme.

And that was “Fairy Friday.” Seriously. In honor of my two little girls, who love all things Disney and fairy related (think Tinker Bell). The parameters were that our team, if so inclined, should dress up fairy-like, to symbolize the marketing magic we created for our recent PeopleFluent Mirror Suite™ launch.

I’m comfortable going all in when I commit to something – work, fun and all in between. It’s taken time to get there, but here I am, pixie dust and all, and anyone who knows me knows all this all too well. Pulling off any product and/or solution launch in global scope is incredibly stressful and painful at times whatever the industry is no easy trick, especially on time, fairly error free and within budget. Our entire team was totally all in making this a highly successful launch.

During high-pressure collaborative world of work activities, you can’t (and shouldn’t) help but to put your entire self out there, on the line, for all to see, with laughter, tears, face breakouts, sweat, belly aches, IBS, hairballs and all. Notice the first ingredient is laughter, though.

If you’re like me (and the PeopleFluent team I work with and my TalentCulture family) you want nothing less that true authenticity of those around you during stressful times and mellow times, including leadership, co-workers, direct reports, and volunteers if you have them.

Yes, authenticity. To be comfortable being yourself and to be celebrated bringing yourself to work (responsibly of course). Authenticity empowers diversity and diversity encourages authenticity – and both drive innovation and positive business outcomes. According to recent diversity research featured on HBR, six behaviors unlock innovation across the board:

  • Ensuring that everyone is heard
  • Making it safe to propose novel ideas
  • Giving team members decision-making authority
  • Sharing credit for success
  • Giving actionable feedback
  • Implementing feedback from the team

The research went on to say that leaders who give diverse voices equal airtime are nearly twice as likely as others to unleash value-driving insights, and employees in a “speak up” culture are 3.5 times as likely to contribute their full innovative potential.

Mercy me, doesn’t that just get you jazzed? It does me. This kind of electricity is palatable and powers inspirational and aspirational productivity, to be the best you can be. That’s the feeling I get when I’m around my girls, Bea and Bryce, the Bhive as they’re known around our house.

Authentricity

Authenticity truly is more than a buzzword today and has powerful significance to both employee and employer. Authenticity is hard work and usually involves some risk, but the payoff potential is huge. It’s an inside job – you have to start with yourself – something we learned recently from Jason Lauritsen and Joe Gerstandt on #TChat.

“Fly your freak flags,” say Jason and Joe.

But it’s not that simple either. It’s not neat and orderly, it’s not always safe, it takes time and patience and tolerance, and it’s certainly not as common as we’d like to see, especially in the workplace, which is why:

  • Fairies Rule. Business leaders who allow their employees to bring their whole selves to work, to find solutions to workplace problems together, magical things can happen. That’s because when we’re all encouraged to advance our skills, strengths and passions, we learn to create, seize and transform business opportunities into business outcomes – Bibbidi-Bobbidi-Boo (think the “magic song” from Cinderella). In authentic diverse environments, people usually have stronger social relationships that again produce greater results.
  • And Fairies School. Again, employees want ongoing growth opportunities, workplace flexibility, tools and systems that encourage collaboration. They also want a commitment to a reciprocal climate of support and encouragement, all of which lead to payoffs in employee retention, satisfaction, and overall business performance. Leaders that plug into while enabling these power sources know it’s ultimately the key to success of HR and to the business.

If I could wave my magic want, I’d make everything all right. Anything is possible with the power of authenticity. Some might call this the eccentricity of Mr. Pixie, but I prefer authentricity.

Photo Credit: Βethan via Compfight cc

#TChat Recap: Authenticity Is An Inside Job That Starts With Self

/1 Comment/ /by

Authenticity Is An Inside Job That Starts With Self

Everyday, there’s a flock of people who head to work and experience a daily dosage of empowerment, then there’s the other flock that experiences workplace dread on a daily-basis. Some people get to work in highly engaging workplaces, while others count the seconds till the clock strikes freedom. Within each workplace culture there exists what’s referred to as workplace authenticity, whether it’s real or fake. Few experience it first-hand, and many can only wonder about what it would be like to be true to themselves at work and ideally, in everyday life. This week, #TChat was joined by Jason Lauritsen and Joe Gerstandt.

Both of them get why authenticity is an invaluable workplace mindset that encourages innovation through openness, trust, and communication. Interestingly enough, authenticity is about being real and true to one’s self. Yet, in the workplace, Jason believes that:

Yes, even if that person becomes a bit of an annoyance. We must look within ourselves to find who we really are inside our workplace and who we want to be. To do so, we must:

Speaking the truth does require boldness and at times being unpopular in the process. It’s through these initial actions that we begin to discover the value in being authentic. We must find it within ourselves to accept authenticity. Instead of authenticity finding acceptance at the bottom of an organization:

Authenticity has to begin at the top and work its way down to the entire organization. It should be embraced with open arms. It must be greeted with optimism. Workplace productivity and business results experience a bumpy ride when employees are not allowed the freedom to be themselves at work. Simply put:

If authenticity generates better engagement and happier employees, then what employer wouldn’t care about the end results? If organizations truly care about the bottom line, then cultivating workplace authenticity can provide the fruition they seek. Don’t have employees sitting around waiting until the clock strikes freedom (and the end of their workday). Have them working at highly productive levels through the empowerment of workplace authenticity. Keep employees engaged by letting them voice their opinions and developing a cultural mindset of being real with themselves and other people that surround the culture. Any organization will see the results are at least worth taking another look at.

Want To See The #TChat Replay?


Closing Notes & What’s Ahead

Thanks again to our guests Jason Lauritsen and Joe Gerstandt. Click here to see the preview and related reading.

#TChat Events: Authenticity Is An Inside Job That Starts With Authenticity

TChatRadio_logo_020813

#TChat Radio — Are you plugged in to #TChat radio? Did you know you can listen live to ANY of our shows ANY time?

Now you know. Click the box to head on over to our channel or listen to Authenticity Is An Inside Job That Starts With Self.

Note To Bloggers: Did this week’s events prompt you to write about trends on culture?

We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we may feature it!

If you recap #TChat make sure to let us know so we can find you!

We Want To See You On TalentCulture. Become A Contributor Now!

Sign up for the newsletter to get the scoop on next week’s guest, topic and questions!

Save The Date: Wednesday, June 25!

Next week’s #TChat Topic: The “Be Different or Be Dead” Show

The TalentCulture conversation continues daily on #TChat Twitter, in our LinkedIn group, and on our new Google+ community. So join us anytime on your favorite social channels!

 

Authenticity: A Buzzword Revisited

/2 Comments/ /by

Written by: Joe Gerstandt, Co-Founder of Talent Anarchy

Unfortunately for all of us, authenticity has recently taken on buzzword status and today the word is thrown around casually and frequently as if it were a simple, safe and common thing. Those of us in the people business might want to think about taking this word back and taking better care of it. Authenticity is a righteous thing. Authenticity is a powerful thing. Authenticity, properly understood, is fundamental to any and all conversations about this work we do, it has a rightful place in any conversation about anything related to working with humans.

It is not, however, simple. If it were simple, I do not think that these would be our most common regrets at the end of our time on this planet. Authenticity is not simple, it is not neat and orderly, it is not always safe, and it is certainly not common…especially in the workplace.

This lack of authenticity is not a result of people going to work deliberately and intentionally pretending to be someone other than who they are (okay, once in a while that happens!), but rather because of our very real tendency to play small and to keep things to ourselves. There is often real or perceived risk in being different. Our desire to fit in, to belong, to be “a part of,” is probably one of the strongest of human drives and in order to fit more neatly in, we often play down, cover, or deny aspects of our personality or identity that make us different.

We recently spent a day with the leadership of a very cool, very successful company. We could tell that this was an organization that people loved working for. One of the employees gave us a ride to the airport at the end of the day and without any prompting from us, was talking about how and why she loved working for this particular organization. “I have never had a job that I hated,” she told us, “but before this I had never had a job that I loved either. This is the first place I have worked where I do not have to cover up my tattoos, and that may seem like a small thing to a lot of people, but it is not a small thing to me.”

Authenticity simply means being true to who you are. While there are often risks involved in being authentic, whole and unique at work, not being true to who you are comes at a real cost as well. When the individual has to do all of the accommodating, by suppressing aspects of their identity and values to fit in, their sense of self is eroded as well as their level of commitment to the organization.

“There can be no happiness if the things we believe in are different from the things we do.”

– Freya Stark

Joining any organization or social group involves a certain amount of conformity. Conformity, shared values, and shared purpose in the right amounts hold people together and provide needed parameters and direction to diverse groups and teams. Too much conformity is dangerous and wasteful.

How is your organization doing? How are you doing?

Joe-Gerstandt

(About the Author: Joe Gerstandt is a leader helping organizations understand diversity and inclusion. As a keynote speaker and consultant, Joe works with Fortune 500 companies, small non-profits, and everything in between. Seamlessly interweaving art and science, Joe uses stories and research to illustrate how next generation cultures can flourish both inside andoutside the workplace.

Talent Anarchy is the dynamic duo of Jason Lauritsen and Joe Gerstandt. The two have stayed busy traveling the world, working hard to provoke, entertain, educate, and inspire. The story of Talent Anarchy dates back to 1999 when Jason and Joe met through work. These two were fated to be friends and realized quickly that they had much in common. One example was their shared belief that much about the world of work could “suck less.”

In addition to the speaking that they do together, Jason and Joe also dabble in event design and facilitation, wrote a book together, Social Gravity: Harnessing the Natural Laws of Relationships, and are in the early stages of their next book.)

To discuss World of Work topics like this with the TalentCulture community, join our online #TChat Events each Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or join our ongoing Twitter and G+ conversation anytime. Learn more…

TalentCulture World of Work was created for HR professionals, leadership executives, and the global workforce. Our community delves into subjects like HR technology, leadership, employee engagement, and corporate culture everyday. To get more World of Work goodness, please sign up for our newsletter, listen to our #TChat Radio Channel or sign up for our RSS feed.

Do you have great content you want to share with us? Become a TalentCulture contributor!

Photo Credit: Curioso Travel Photography via bigstock

#TChat Preview: Authenticity Is An Inside Job That Starts With Self

/3 Comments/ /by

The TalentCulture #TChat Show is back live on Wednesday, June 18, 2014. #TChat Radio starts at 6:30 pm ET (3:30 pm PT) and the convo continues on #TChat Twitter chat from 7-8 pm ET (4-5 pm PT).

Last week we talked about the power of workforce culture and continuous talent mobility, and this week we’re going to talk about authenticity.

The fact that it’s more than a buzzword shows it has truly powerful significance to both employee and employer. Authenticity is hard work and usually involves some risk, but the payoff potential is huge.

And the fact that authenticity is an inside job — you have to start with yourself.

Unfortunately according to this week’s guests (and the hosts as well), authenticity is not that simple, it’s not neat and orderly, it’s not always safe, and it’s certainly not as common as we’d like to see, especially in the workplace.

Join #TChat co-creators and hosts Meghan M. Biro and Kevin W. Grossman as we learn more about true authenticity with this week’s guests: Jason Lauritsen and Joe Gerstandt.

Sneak Peek: Authenticity Is An Inside Job That Starts With Self

We spoke briefly with Jason Lauritsen and Joe Gerstandt in our video preview to learn a little about authenticity. Check out our YouTube Channel for the full video!

 

Related Reading:

Joe Gerstandt: Authenticity YouTube Video

Nancy Rubin: Leaders With Authenticity Spark Company Electricity 

David Hassell: Employees Quit Leaders, Not Companies

Nina Burrowes: Think Authenticity Is About Being Honest And Open? Think Again

Rex Huppke: Conformity vs. Authenticity In The Office 

We hope you’ll join the #TChat conversation this week and share your questions, opinions and ideas with our guests and the TalentCulture Community.

#TChat Events: Authenticity Is An Inside Job That Starts With Self

TChatRadio_logo_020813 #TChat Radio — Wed, June 18 — 6:30pmET / 3:30pmPT Tune-in to the #TChat Radio show Our hosts, Meghan M. Biro and Kevin W. Grossman talk with our guests Jason Lauritsen and Joe Gerstandt.

Tune-in LIVE online this Wednesday!

#TChat Twitter Chat — Wed, June 18 — 7pmET / 4pmPT Immediately following the radio show, Meghan, Kevin and our guests will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community. Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: What does workplace authenticity mean to you and why? #TChat (Tweet this Question)

Q2: How can individual contributors facilitate authentic workplace culture? #TChat (Tweet this Question)

Q3: Besides possible legal issues, why are business leaders so adverse to everyday authenticity? #TChat (Tweet this Question)

Q4: How can authenticity drive positive and productive business outcomes? #TChat (Tweet this Question)

Q5: How do we maintain authenticity in a dispersed, virtual workforce? #TChat (Tweet this Question)

Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed, and in our new TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!

TalentCulture World of Work was created for HR professionals, leadership executives, and the global workforce. Our community delves into subjects like HR technology, leadership, employee engagement, and corporate culture everyday.

To get more World of Work goodness, please sign up for our newsletter, listen to our #TChat Radio Channel or sign up for our RSS feed.

Do you have great content you want to share with us? Become a TalentCulture contributor!

Photo Credit: Michele Catania via Compfight cc

Leaders: Is Your “Work” Self the Real Deal?

/4 Comments/ /by

(Editor’s Note: This thought-provoking post was originally published by our valued content partners at SwitchandShift. We are republishing it for the TalentCulture community, with permission. Why? Not because we’re seeking more attention from Google — but because Ted’s message is important. It bears repeating.)

For years now, I have devoted my waking hours to interacting with leaders from all walks of life.

From bootstrapped young ventures to huge business conglomerates. Middle management newbies to C-suite veterans. Non-profits and for-profits, alike. You name it — if it’s about leadership, I’m there. Understanding what makes leaders tick is literally what I’ve been doing for a living for as long as I can remember.

A Troubling Trend

Along the way, I’ve seen a few patterns — and this is one issue that comes up again and again. Sooner or later, at some point in a conversation, a leader will say something like this to me: “I’m one person at home, but another at work.”

Sound familiar? Try this scenario on for size…

• At home, I’m generous and giving.
• At home, I trust the good intentions of those around me.
• At home, with my friends, we let loose and simply enjoy one another’s company, typically with no agenda.
• At home, when I volunteer, I get lost in my work. When I’m done, I feel good for hours afterward. It’s the highlight of my week!
• At home, I’m joyful.
• At home, I’m the real me.
• I wish I could be the real me all the time. If only!

On the other hand…

• At work, I’m analytical and objective. If it can’t be measured, it doesn’t count.
• At work, if you can’t prove it with hard data, don’t bring it up!
• At work, I’m guarded. You have to watch your back.
• At work, I make the tough decisions. It’s simply part of being a leader.
• At work, I only give to my peers in strategic ways, if it’ll benefit me, too. I don’t want to be taken advantage of!
• At work, a lot of my time is spent on pointless tasks. That’s why they call it work, isn’t it?
• At work, I work my tail off. It’s draining. That’s why they pay me, right?
• At work, I’m a stripped down version of the real me.

Does any of this ring a bell? Maybe a little too close to home?

The fact is, we’ve all felt it. Actually, many of us have felt nothing but these feelings throughout our careers. Many of us (especially those who cut our business teeth in the 20th century) have internalized the Industrial Age management philosophy still prevalent today. Many of us who are in this boat don’t yet realize there’s a better way — and we don’t even recognize that some leaders are actually living this better way, right now.

Give Your “Work Self” Permission to Be Fully Human

It’s time to give yourself permission to be fully present at work. Why do I say “permission”? Because we need it. Many of us crave permission to be our whole selves, our real selves. We crave permission to be generous, trusting, giving, and joyful — at work, at home, wherever we are. Some people will always doubt and detract from your efforts, no matter what you say or do to show them that there’s a better way. Forget about them. It hurts me to say that, but it’s important to say. No one can help those who refuse to be helped — those who would rather be “right” than be happy.

Some people are already on board with this whole-self-all-the-time concept. They’re ahead of the curve. If you are, too, then there’s your chorus. Focus on them. It’s important to gain new insights from their experience and let them recharge your batteries.

Your Reality Is Your Story

The vast middle? Those are what I like to call the “willing skeptics.” They aren’t sold on your message, but they’re open to being convinced, if you can back your claims with examples. Gather those examples! Share them early and often! It’s what every compelling author and speaker and teacher and leader does. Be a storyteller. Statistics won’t get you where you need to go. Examples of thriving companies running on modern, human principles? That’s what the willing skeptics are looking for. Put your willing skeptics in the position to think, “If they can do it, and they’re like us, then I bet we can do it, too.” Then show them how, or find someone who can.

People are hungry for positive, uplifting change. The 70% of workers who are disengaged and disaffected? They know there must be a better way, and they’re on the lookout for companies that are living it. They’re polishing their resumes so they can make the leap. This is an existential crisis for the companies who refuse to modernize how they lead — the corporate equivalent of the dinosaur die-off 65 million years ago.

The thing that doesn’t show up in surveys (but should) is this: It isn’t just workers who are unhappy. Even leaders yearn for a better way. They yearn to bring their whole selves to work – to bring their souls with them when they walk through the company doors each morning.

Is that you? Would you like to be a complete you — the trusting, generous, moral, joyful you — all day, every day — and not just when you’re at home?

Here Is Your Permission

Bring your soul to work. It’s essential to your happiness.

If you don’t want to take it from me, take it from the story of Yvon Chouinard, founder and owner of the $500M+ clothing company, Patagonia. Chouinard is the author of Let My People Go Surfing: The Education of a Reluctant Businessman. It’s one of the best business books I’ve ever read (and I’ve read hundreds). It’s a blueprint for how a company can grow to incredible success by embracing the “whole” of everyone in the organization — rather than just their backs, hands and left-brains.

Chouinard founded a company where bringing your soul to work is baked right in as an essential ingredient of the organization. It has served them well. Perhaps that is the permission you need.

And so I repeat — bring your soul to work. It’s essential to your happiness. It’s also essential to the success of your company, as we tread ever deeper into this more “human” century.

(Note: To discuss World of Work topics like this with the TalentCulture community, join our online #TChat Events each Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or join our ongoing Twitter and G+ conversation anytime. Learn more…)

Image Credit: Stock.xchng

Leaders: Is Your "Work" Self the Real Deal?

/ /by

(Editor’s Note: This thought-provoking post was originally published by our valued content partners at SwitchandShift. We are republishing it for the TalentCulture community, with permission. Why? Not because we’re seeking more attention from Google — but because Ted’s message is important. It bears repeating.)

For years now, I have devoted my waking hours to interacting with leaders from all walks of life.

From bootstrapped young ventures to huge business conglomerates. Middle management newbies to C-suite veterans. Non-profits and for-profits, alike. You name it — if it’s about leadership, I’m there. Understanding what makes leaders tick is literally what I’ve been doing for a living for as long as I can remember.

A Troubling Trend

Along the way, I’ve seen a few patterns — and this is one issue that comes up again and again. Sooner or later, at some point in a conversation, a leader will say something like this to me: “I’m one person at home, but another at work.”

Sound familiar? Try this scenario on for size…

• At home, I’m generous and giving.
• At home, I trust the good intentions of those around me.
• At home, with my friends, we let loose and simply enjoy one another’s company, typically with no agenda.
• At home, when I volunteer, I get lost in my work. When I’m done, I feel good for hours afterward. It’s the highlight of my week!
• At home, I’m joyful.
• At home, I’m the real me.
• I wish I could be the real me all the time. If only!

On the other hand…

• At work, I’m analytical and objective. If it can’t be measured, it doesn’t count.
• At work, if you can’t prove it with hard data, don’t bring it up!
• At work, I’m guarded. You have to watch your back.
• At work, I make the tough decisions. It’s simply part of being a leader.
• At work, I only give to my peers in strategic ways, if it’ll benefit me, too. I don’t want to be taken advantage of!
• At work, a lot of my time is spent on pointless tasks. That’s why they call it work, isn’t it?
• At work, I work my tail off. It’s draining. That’s why they pay me, right?
• At work, I’m a stripped down version of the real me.

Does any of this ring a bell? Maybe a little too close to home?

The fact is, we’ve all felt it. Actually, many of us have felt nothing but these feelings throughout our careers. Many of us (especially those who cut our business teeth in the 20th century) have internalized the Industrial Age management philosophy still prevalent today. Many of us who are in this boat don’t yet realize there’s a better way — and we don’t even recognize that some leaders are actually living this better way, right now.

Give Your “Work Self” Permission to Be Fully Human

It’s time to give yourself permission to be fully present at work. Why do I say “permission”? Because we need it. Many of us crave permission to be our whole selves, our real selves. We crave permission to be generous, trusting, giving, and joyful — at work, at home, wherever we are. Some people will always doubt and detract from your efforts, no matter what you say or do to show them that there’s a better way. Forget about them. It hurts me to say that, but it’s important to say. No one can help those who refuse to be helped — those who would rather be “right” than be happy.

Some people are already on board with this whole-self-all-the-time concept. They’re ahead of the curve. If you are, too, then there’s your chorus. Focus on them. It’s important to gain new insights from their experience and let them recharge your batteries.

Your Reality Is Your Story

The vast middle? Those are what I like to call the “willing skeptics.” They aren’t sold on your message, but they’re open to being convinced, if you can back your claims with examples. Gather those examples! Share them early and often! It’s what every compelling author and speaker and teacher and leader does. Be a storyteller. Statistics won’t get you where you need to go. Examples of thriving companies running on modern, human principles? That’s what the willing skeptics are looking for. Put your willing skeptics in the position to think, “If they can do it, and they’re like us, then I bet we can do it, too.” Then show them how, or find someone who can.

People are hungry for positive, uplifting change. The 70% of workers who are disengaged and disaffected? They know there must be a better way, and they’re on the lookout for companies that are living it. They’re polishing their resumes so they can make the leap. This is an existential crisis for the companies who refuse to modernize how they lead — the corporate equivalent of the dinosaur die-off 65 million years ago.

The thing that doesn’t show up in surveys (but should) is this: It isn’t just workers who are unhappy. Even leaders yearn for a better way. They yearn to bring their whole selves to work – to bring their souls with them when they walk through the company doors each morning.

Is that you? Would you like to be a complete you — the trusting, generous, moral, joyful you — all day, every day — and not just when you’re at home?

Here Is Your Permission

Bring your soul to work. It’s essential to your happiness.

If you don’t want to take it from me, take it from the story of Yvon Chouinard, founder and owner of the $500M+ clothing company, Patagonia. Chouinard is the author of Let My People Go Surfing: The Education of a Reluctant Businessman. It’s one of the best business books I’ve ever read (and I’ve read hundreds). It’s a blueprint for how a company can grow to incredible success by embracing the “whole” of everyone in the organization — rather than just their backs, hands and left-brains.

Chouinard founded a company where bringing your soul to work is baked right in as an essential ingredient of the organization. It has served them well. Perhaps that is the permission you need.

And so I repeat — bring your soul to work. It’s essential to your happiness. It’s also essential to the success of your company, as we tread ever deeper into this more “human” century.

(Note: To discuss World of Work topics like this with the TalentCulture community, join our online #TChat Events each Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or join our ongoing Twitter and G+ conversation anytime. Learn more…)

Image Credit: Stock.xchng

Anatomy Of A Leader: Not Just Skin Deep

/3 Comments/ /by

(Editor’s Note: This week at #TChat Events, the TalentCulture community is looking at what it will take to prepare the next generation of leaders — regardless of current age or organizational rank. We think the following commentary by Dan Newman, author of “The Millennial CEO,” is an ideal backdrop for any discussion about what is at the core of an effective leader. What are your thoughts? We welcome your comments below.)

By definition, leadership is grounded in action and not in title. We may tend to associate leadership with professional titles — such as president or CEO. But of course, simply holding an executive title doesn’t make anyone leader. In reality, the only way to be a leader, is to lead.

Let me explain. During the past few years I’ve been blessed with the opportunity to meet and work with some fantastic business leaders. I’ve also met some individuals with great titles who couldn’t even lead a conversation about the weather, let alone a business organization. Yet somehow these people have risen to enviable professional positions. It’s impossible not to wonder — how can that happen?

Enter The “Extroleader”

One of the most interesting leadership trends I have noticed over the past several years is the emergence of the “extroleader.” What is an “extroleader,” you ask?

The term is one that I created. It applies to leaders that operate effectively as the face of an organization to the public — customers, investors and other stakeholders. The anomaly about the “extroleader” is that many of them have no internal leadership skills whatsoever.

So, while they are able to shape public opinion and they give the appearance of success to the outside world, they may not even be able to convince their assistant to schedule a lunch appointment.

Often this type of leader is driven by ego and excessive interest in personal branding, more than by interest in developing the organization and its brand.

This can be a subtle, but deadly nuance for growing organizations.

Here’s what is most interesting about this type of leader. Typically they find a way to the top because they are so capable at driving behavior outside the corporate walls. The world at-large may be enamored of an “extroleader” CEO that looks charismatic. But looks can be deceiving.

Leadership Inside Out

Great leaders are genuinely able to drive the best from everyone around them. Because they’re human, they have deficiencies, but that’s not what sets them apart. What makes them effective is their ability to make others want to be better.

For leaders in any organization, the biggest mistake is building a leadership facade that speaks to the outside world, while inside the corporate walls, your army will not fight for you. Because organizational culture is essential to achieving your business vision, you must have all hands on deck. This starts by demonstrating and reinforcing your vision, message and values within your organization.

It requires commitment to an inside-out approach — recognizing that you’ll be paid dividends by earning the respect of your team and closest stakeholders before focusing on external constituents.

A Higher Degree of Leadership Difficulty

Coming up with witty and charming content for the outside eye can be quite easy. Think about how we are often fooled or misled by politicians, athletes and media celebrities as we hang onto their every word, wanting to believe them. It’s much harder to prove yourself, day in and day out, to those with whom you work.

This is because the things you say can’t stand on their own. Others will look to see how closely your words actually match your behavior and your value system. That is critical as your team determines whether or not to follow you.

The more difficult path actually builds a more loyal following. When you prove your vision, mission and values to your team, they will fight to build and protect your organization and its brand. Ultimately, that brand will be built on a stable platform that is far sturdier than the glass house that “extroleadership” creates.

External Leadership IS OKAY!

Having said all of the above, let me clarify one important point. There is absolutely nothing wrong with being a strong outside-facing leader. In fact, an effective public “face” is an important part of growing any organization.

But here’s the key: Outside leadership must match communication and behavior within the walls of the company. It’s all about consistency.

It isn’t egomaniacal to want to create an impressive organization, if the intent is good. However, when a leader paints a picture that the employees can’t see, trust or respect, the organization will struggle endlessly to reach to its potential.

So, if you’re a leader — or if you aspire to lead — I encourage you to take a close look at the source. Ask yourself honestly: Are you looking outside, first? Or are you starting within?

Image Credit: Stock.xchng

Real Brands Humanize: #TChat Preview

/ /by

EDITOR’S NOTE: Want to read the RECAP of this week’s events? See #TChat Recap: Face-to-Face with Brand Humanization

Let’s demystify “brand humanization.” It’s a nice-sounding term, fluffy and a little sweet, but we need to figure out what it stands for and how to make brand humanization happen.

Social media facilitates the humanization of brands, making them seem more accessible to customers and candidates alike, but things can get messy fast, and the result doesn’t necessarily equal brand humanization. It’s just, well, a marketing mess.

When combining these ingredients can we breathe life into brands? This week, we’re going to look into what that looks like and build the case for giving brands vibrancy and a human dimension. Following are our questions:

Q1: What is brand humanization? What does it mean to breathe life into brands?

Q2: Where does brand humanization begin, and who starts it, leaders or someone else? Why?

Q3: How does social media facilitate brand humanization? Is there other technology that helps? What?

Q4: Is brand humanization possible without technology or, especially, social media? Why or why not?

Q5: What are some innovative examples of brand humanization that you’ve encountered? What did you like?

Click to see the show preview & and to listen live on Feb 19

To kickstart the week, check this Google+ Hangout video with TalentCulture community manager, Tim McDonald and our special guest, Jamie Notter (@JamieNotter), a consultant, speaker and author at JamieNotter.com. His latest book, Humanize: How People-Centric Organizations Succeed in a Social World, provides the context and insight we need for an informed conversation on this topic.

Then please tune-in to #TChat Radio Tuesday Feb. 19 at 7:30pm ET / 4:30pm PT when Jamie will join yours truly (@MeghanMBiro) and Kevin W. Grossman (@KevinWGrossman) to dive into a discussion of brand humanization.

And as always, don’t forget to join us on the Twitter stream for an all-hands #TChat Twitter conversation, on Wednesday, Feb. 20, from 7-8 pm ET. Jamie Notter will be on hand, along with his Humanize co-author, Maddie Grant (@MaddieGrant). We look forward to exchanging ideas about this topic with the entire TalentCulture community – so come on over and let’s chat!

Image Credit: CaptCreate on Flickr

When Brands & Humans Meet: #TChat Video

/ /by

EDITOR’S NOTE: Want to read the RECAP of this week’s events? See #TChat Recap: Face-to-Face with Brand Humanization

The more we use social media, the more our personal interactions are crossing over into the workplace. While it makes sense to be authentic in the digital realm, this new level of transparency can touch some major pain points in your corporate culture, and challenge processes that don’t accommodate this new type of open communication.

What does it all mean for organizations as well as individuals? These are the issues we’ll address this week in the TalentCulture community.

To kick-off the conversation, I spoke with Jamie Notter, co-author of the book, Humanize (How People-Centric Organizations Succeed in a Social World). Jamie will be a featured guest on #TChat Radio, Tuesday Feb 19 at 7:30pmET, and he’ll join #TChat Twitter Chat as a moderator on Wednesday Feb 20, at 7pm ET.

Here’s a quick look at how Jamie defines brand humanization – and why he feels it’s important for everyone to understand it better:

Google+ Hangout Video - TalentCulture Community Manager Tim McDonald interviews Jamie Notter, co-author of "Humanize"
Click to watch “Humanize” co-author Jamie Notter in this #TChat sneak peek interview

Culture Brand: Create Magical Distinction to Attract the Very Best Talent

/23 Comments/ /by

I’ve been thinking a lot about brand abandonment lately. My next series of thoughts immediately go to how creating and maintaining a brand-based corporate culture can help businesses avoid brand abandonment, and help recruit and retain the very best talent.

I will refer way back yonder back to my post on building culture, which requires a company to establish several modes of interaction with employees, job seekers and customers. These modes of interaction – transactional, transformational and tacit – build trust with employees and candidates, enable competitive advantage, and may even facilitate the establishment of a social community within a larger organization.

A company that sees the benefits of building a brand-based corporate culture has a very distinct advantage in the hiring marketplace. Say you are running a small business. How do you attract talent? By creating a strong, desirable culture brand. A recent post at the Wall Street Journal speaks to the steps a small company might take to attract talent: communicate your success, share your excitement about the business’s potential, make a point of linking that potential to the applicant’s interests. Link corporate culture and brand with your people and the magic really starts.

Think you can’t compete on benefits and salary? Remember that your brand and culture are your biggest attractions. As Tim Hackett writes at MonsterThinking, most candidates want to work for a brand they admire. People love Nike because it’s cool, IBM because it’s a leader, Google because it’s an innovator. We can’t all work at those places, but we can observe their brands and cultures, and learn. Be your brand, treat people well, and don’t waiver or abandon your position.

Treating people well and running an ethical business is the secret sauce for really good brands. Bill Taylor says brand is culture, and culture is brand in a recent article at Harvard Business Review. When there’s a tight link between the two forces, customers will know, employees will know, job seekers will know. No risk of brand abandonment in this scenario: it’s baked right into the workplace culture as a foundation.

As the economy rebounds, employees may become restive. Job seekers may start flooding well-known brands with resumes in the hopes that finally someone will open the envelope, click on the email, or even a tweet. Your best defense, as an employer, is to have culture and brand in place. Be irresistible to your employees. Be desirable to candidates. Be your brand, revel in your culture, and never abandon either. The price is just too high.